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PRAGMATIC PROJECT MANAGEMENT. CIMA PRESENTATION 16 MAY 2013. PRAGMATIC. Dealing with things sensibly and realistically in a way that is based on practical rather than theoretical considerations. SEAN MULLINEUX. Lead Consultant @ Zebrazoo Consulting (www.zebrazoo.com)

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PRAGMATIC PROJECT MANAGEMENT


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    1. PRAGMATIC PROJECT MANAGEMENT CIMA PRESENTATION 16 MAY 2013

    2. PRAGMATIC Dealing with things sensibly and realistically in a way that is based on practical rather than theoretical considerations

    3. SEAN MULLINEUX Lead Consultant @ Zebrazoo Consulting (www.zebrazoo.com) Over 10 years experience delivering change for large organisations My Background: B.Com  PAAB Articles (Deloittes)  CIPD  MBA I have delivered change projects locally and internationally in the following sectors: Biotech / Pharma Financial Services Retail Utilities Public Health / NHS

    4. SEAN MULLINEUX Recent projects include: Implementing near shore and on shore Shared Services Centres Relocating and consolidating operations from high-cost geographical areas to lower-cost areas Outsourcing services and implementing managed service contracts Redesigning business services Designing and implementing new channels to market Delivering new and refurbished capital infrastructure to underpin new, or improved, services Setting up consolidated multi-skilled service desks Business process redesign

    5. AGENDA Change Project Management Versus Programme Management Structuring Your Project Correctly The Project Lifecycle Sequencing Your Project Plan Correctly The Pragmatic Project Management Checklist For Success Case Study – Lessons From The Dark Side

    6. No No No No Maybe Maybe Maybe Maybe Yes Yes Yes Yes  Is your business exactly the same as it was 5 years ago ? CHANGE  Is your business exactly the same as it was 3 years ago ?  Is your business exactly the same as it was 2 years ago ?   Is your business exactly the same as it was 1 year ago ?

    7. ENVIRONMENTAL ECONOMIC CHANGE – WHY IT IS UNAVOIDABLE OPERATIONS / BAU TECHNOLOGICAL SOCIAL VALUE CHANGE LEGAL POLITICAL YOUR BUSINESS

    8. BUSINESS CULTURE COMMUNICATION, CULTURE & CHANGE OPERATIONS / BAU GOOD COMMUNICATION VALUE CHANGE

    9. An Analogy : Large City Bus Service 09:50 PROJECT VERSUS PROGRAMME MANAGEMENT 10:15 Key Milestones The Project Manager 09:20 The Project 09:00 11:00 The Project Plan Project Closure Depot A Depot B

    10. PROJECT VERSUS PROGRAMME MANAGEMENT Balancing delivery of strategic benefits Liaises with police & road maintenance companies to pick up on any issues that may impact the bus service Schedules when buses leave, who will be driving them & on which route The Programme Manager Liaises with the council & interest groups to resolve issues or improve the service Liaises with bus drivers to ensure service is on schedule

    11. Project Management • Projects comprise specific pieces of work: • that are finite in nature, • that have a specific scope, • that have a clear budget and timeline, • where the focus of delivery is very much task orientated. • Project Management is the management of these finite pieces of work. PROJECT VERSUS PROGRAMME MANAGEMENT • Programme Management • A Programme usually comprises a number of interrelated projects. • Programme Management involves the coordination of all these projects to ensure that a set of strategic benefits are met. This usually involves: • distilling strategic requirements into a high level roadmap, • maintaining the high-level road map that connects the various projects on a clear path to benefit delivery, • managing the project managers, • liaising with and balancing the interests of all internal and external stakeholders. • Programme Management is predominantly soft skills focused rather than task focused.

    12. KEY SKILLS REQUIRED TO BE AN EFFECTIVE PROJECT MANAGER You need to be: able to conceptualise what ‘B’ looks like and be able to visualise how to get from ‘A’ to ‘B’ process focussed – project management is a process a good generalist (i.e. have a good/working knowledge of your project’s key workstreams) a good communicator (and a champion of communication and marketing) able to build relationships up and down the hierarchy pragmatic (sensible, realistic, logical, rational, practical) You do not need to be: Prince 2 or MSP qualified

    13. STRUCTURING YOUR PROJECT CORRECTLY If a project is to proceed effectively and efficiently to ensure that it is ‘delivered on time and within budget’ it is critical that a clear project framework exists that will facilitate: Unambiguous understanding of objectives, roles and responsibilities necessary to deliver the project Clear and open communication lines Transparency of decision making, structures and processes Accountability Key requirements: a clear project structure and clear terms of reference

    14. EXECUTIVE BOARD PROJECT BOARD / STEERING COMMITTEE Project Stakeholders Comms Lead Project Sponsor Project Manager Executive Sponsor Decision Makers Of Key Impacted Business Areas / Key Stakeholders STRUCTURING YOUR PROJECT CORRECTLY HR IT & Telecoms Project Manager Purchasing Comms Facilities Finance Workstream Lead Communication Flows Operations Accountability Communication Flow

    15. KEY PROJECT DOCUMENTATION The following documents are required to run a project effectively: Full business case Terms of reference Remit of the project sponsor and project board Accountability of the project sponsor and project board Meeting schedule for the project board, who should attend, proposed agenda and the documentation that will be required Remit of the project manager and workstream leads Accountability of the project manager and the workstream leads Meeting schedule for the project delivery team, who should attend, proposed agenda and the documentation that will be required

    16. KEY PROJECT DOCUMENTATION Project Initiation Document (PID) Detailed Project Plan (Microsoft Project) Detailed Communication & Marketing Plan RAID Logs, i.e. Risk Log Actions Log Issues Log Dependencies Log Finance Schedules Status Report (RAG Rated) Milestones Report (RAG Rated)

    17. THE COMMUNICATION PLAN Step 1: Appoint a competent Communication Workstream Lead Step 2:Identify all your key internal and external stakeholders Step 3: Using the Power/Interest Matrix below identify where each group of stakeholders fits in terms of their level of Power to influence the outcome of the project and their level of Interest in the project

    18. THE COMMUNICATION PLAN Step 4: Use the results of the Power / Interest Matrix to guide: The level of resources that should be invested in each stakeholder The type/content of communication they should receive The frequency of the communication to them The media / channel best suited to communicating to them High Power + High Interest (The Key Players) = Manage Closely Invest significant resources in keeping them informed and on side throughout the project lifecycle Frequent detailed comms on a face-to-face or direct email basis to keep them fully up to speed on progress High Power + Low Interest (The Meddlers / Blockers) = Keep Satisfied While their interest is low they have the power to influence progress if they so wish or if they are lobbied by others Periodic status reports, update emails, 1-2-1 or small group meetings, etc

    19. THE COMMUNICATION PLAN Low Power + High Interest (Victims / Beneficiaries) = Keep Informed They are likely to be significantly impacted by the outcome/delivery of the project but lack the power to influence/alter its course. The success of the project will be determined by their level of inertia to the change Taking them on the journey is important and project resource should be invested in keeping them regularly informed at a detailed level throughout the project lifecycle Communication should be built around group meetings, written communication on milestone progress and upcoming activity. Communication MUST include listening to their feedback Low Power + Low Interest (The Bystanders) = Monitor Keep group informed on a general, less frequent basis – investment of project resource should be minimal Comms to this group should be through general newsletters, posters, etc.

    20. THE COMMUNICATION PLAN Step 5: Prepare a Communication & Marketing Plan as a matrix in line with key deliverables / dates in the main project plan. Proposed heading for the communication and marketing plan should include:

    21. Project Initiation • Project Planning • Project Delivery • Project Closure PROJECT LIFECYCLE +/- 5% +/- 60% +/- 35%

    22. Project Initiation PROJECT LIFECYCLE – KEY CATEGORIES • Project Planning • Project Delivery • Project Closure Feasibility Study Project Scope Business Benefits Business Case Tendering Project Office Project Team Project Governance / TOR Stakeholder Analysis Initiation Phase Review

    23. Project Planning PROJECT LIFECYCLE – KEY CATEGORIES • Project Initiation • Project Delivery • Project Closure Contractual Agreements Project Risks Project Plan Communication Plan Resource Plan Financial Plan Project Interdependencies Technical Drawings Technical Specifications Change Control Legal Support Project Documentation Vendor Selection Planning Phase Review Workstreams

    24. Project Delivery PROJECT LIFECYCLE – KEY CATEGORIES • Project Initiation • Project Planning • Project Closure *Communication* Procurement Testing RAID Management Reporting Finance Time Management Resource Management Stakeholder Engagement Training Team Interaction Workstream Coordination Management/Exec Support Contractor/Vendor Management Technical Support

    25. Project Closure • Project Initiation • Project Planning • Project Delivery PROJECT LIFECYCLE – KEY CATEGORIES Contract Terminations Handover To Business Post Project Review / Lessons Learned

    26. SEQUENCING YOUR PLAN CORRECTLY Initiation & Planning Phases Implementation Phase ‘Softer’ Related Activities / Workstreams Major Impact Feasibility & Scope Analysis + Cost –Benefit Analysis Business Case / Project Approval Project / Program Structure & Governance ‘Harder’ Related Activities / Workstreams Possible Impact Document / Review ‘As Is’ Business Processes Improve / Standardise Business Processes HR – Role & Structural (Re)design Recruitment & Redeployment Training & Work Shadowing Cut Over & Go Live Finalise SLAs COMMUNICATION & MARKETING PLAN FINANCE Post Go Live Support System / Application Testing & Support Model Telecoms & IT Infrastructure Setup Estates & Facilities & Logistics New Premises Selection & Refurbishment New Site / Location Selection

    27. Have you spent enough time on the Project Initiation & Project Planning phases? Has a project feasibility study been completed? Is the scope of the project clear? Has a robust business case been prepared and the appropriate approval been received? Is the project budget realistic? Has a clear project structure been put in place with clear lines of accountability? Has an appropriately skilled person been put in charge of the communication workstream? Have workstream leads been appointed who are specialists in their fields? Do we fully understand ‘A’ and what we need to change? PROJECT MANAGEMENT CHECKLIST FOR SUCCESS

    28. Do all member s of the project conceptually understand what ‘B’ will look like? • Has a robust and logically sequenced project plan been prepared? • Has a detailed and robust communication and marketing plan been prepared? • RAID logs - have all the key Risks, Issues and Dependencies been identified and mitigations or appropriate actions put in place? • IF YOU HAVE BEEN ABLE TO TICK ALL THE ABOVE THEN: • Continue to build and maintain relationships with key stakeholders • Communicate, regularly, openly and honestly • Do not hide bad news – it will only make the situation worse • You cannot deliver a project effectively and successfully sitting behind a desk! PROJECT MANAGEMENT CHECKLIST FOR SUCCESS

    29. The Brief: The client wanted to implement a new Shared Services Centre (SSC) • away from their current head office location • The Client: • Major retailer with head office based in The Channel Islands • Turnover: Approx. £1bn / Retail Outlets: Approx. 1000 • Attitude to risk: Generally risk averse • Geographical footprint: UK / Ireland / Netherlands / Scandinavia / Australia / NZ • Existing ‘organic’ SSC type function based in The Channel Islands providing these services: • - Accounts Payable / Purchase To Pay (P2P) • - Accounts Receivable / Order To Cash (O2C) • - Treasury • - Payroll & Employment Services • - Vat & Tax Services • Culture: Strong family values. No previous history of making staff redundant CASE STUDY – LESSONS FROM THE DARK SIDE (2008/09)

    30. The Politics: • The FD was the son of the MD. The MD was about to move to Chairman and the son was to become MD leaving a vacant FD position • 4 Senior ‘Finance’ Managers: Ho Finance, Ho Tax, Ho Treasury, Ho Operations • HoF wanted FD role. HoF was aligned/friends with HoO. Saw HoTax /Treasury as threats • New SSC was proposed by HoF. Saw it as (a) ticket to FD role and (b) way to reduce influence of HoTax/Treasury • HoF was not liked by any of her direct reports • HoF regularly brought in a boutique consultancy used in previous company to deliver organisational development projects – they were there when I arrived CASE STUDY – LESSONS FROM THE DARK SIDE (2008/09)

    31. CASE STUDY – LESSONS FROM THE DARK SIDE (2008/09) • Lesson 1 : No major project should be initiated without undertaking a Feasibility • Study and writing a Business Case • The Scenario: • Project Scope: Move all transactional finance activity to a new European SSC • No feasibility study had been done • The company had however just completed a 3 year “World Class Finance Organization”. project to transform their finance operation – during this time they had not documented a single business process • No full business case had been prepared but a ‘discussion paper with numbers’ had been prepared for the board • Despite planning to move all their transactional activity without any staff transferring to the new SSC nobody would be made redundant • The Impact: • A detailed retrospective exercise documenting and analysing processes had to be undertaken before any decision could be made as to what was feasible to move. This created significant delays and added months to the project • No business case meant that there was no benchmark against which to evaluate the progress / success of the project. • No feasibility study ultimately led to scope creep

    32. CASE STUDY – LESSONS FROM THE DARK SIDE (2008/09) • Lesson 2 : You cannot deliver a project successfully without implementing a • proper project structure • The Scenario: • Despite a project manager being appointed the PM’s remit was ambiguous. They were asked to deliver a project without being empowered to do so • The Project Sponsor ran the project in parallel with the PM undermining the role of the PM • A structure proposed by the PM to facilitate delivery was rejected • A project plan was prepared but without accountability this was meaningless • The Impact: • Workstream leads were not accountable to the PM and hence took very little interest in turning up for project meetings or delivering against the project plan. This caused significant delays to the project

    33. CASE STUDY – LESSONS FROM THE DARK SIDE (2008/09) EXECUTIVE BOARD PROJECT BOARD / STEERING COMMITTEE Comms Lead Project Sponsor (HoF) Project Manager Key Stakeholders* • * • Ho Tax • Ho Treasury • Lead Consultant From • Boutique Agency Project Manager BPM Comms HR Site Selection Estates & Facilities Training & Develop IT & Telecoms Accountability

    34. CASE STUDY – LESSONS FROM THE DARK SIDE (2008/09) • Lesson 3 : People heading up workstreams must have appropriate technical skills • The Scenario: • Head of Operations (Finance) was appointed as the comms workstream lead. They had no comms experience • A consultant from the boutique agency was brought in to help the comms lead. Between them they still could construct a communication plan • An inexperienced HR business partner was appointed workstream lead. They were provided with boutique agency support • There was nobody in house suitable for heading up the Training and Development workstream. A person was brought in from the boutique agency • The training and development consultant was unable to pull a training plan together and had to be replaced (by another consultant) • The Impact: • Comms was a disaster and allowed the rumour mill to proliferate misinformation. This caused significant productivity issues • Incompetent stream leads meant key tasks were missed/delayed and this had knock on effects elsewhere in the project

    35. CASE STUDY – LESSONS FROM THE DARK SIDE (2008/09) • Lesson 4 : The success of your project is intrinsically linked to the quality and • execution of your communication & marketing plan • The Scenario: • The project sponsor was adamant that no comms would be executed until well into the delivery stage of the project • Nobody was going to be made redundant but they did not see this as a positive message • The project sponsor did not understand the importance of communication around the project. This was evidenced by Head of Operations being appointed as the comms workstream lead as ‘I needed to give her something to do to include her in the project’ • The first formal comms – circa month 7 of the project – was a disaster • The Impact: • The rumour mill proliferated causing a rise in staff anxiety leading to productivity issues • Staff were not treated as adults so they behaved like children • No plan meant comms was not appropriately targeted toward specific groups of stakeholders so when comms did happen it was often counter productive • Instead of a good communication strategy oiling the wheels of the project the shambolic approach created inertia

    36. CASE STUDY – LESSONS FROM THE DARK SIDE (2008/09) • Lesson 5 : Business process analysis is pivotal to delivering successful service • change and needs to be undertaken by skilled process analysts • The Scenario: • Despite the preceding 3 year project no business process had been documented • Despite being a 300 strong service department they had never considered what they did as a set of processes • Once the importance of BPM was finally understood the HoF advised that internal resource had to be used. 6 people were nominated but proved untrainable • 4 professional BPM analysts had to be brought in to move the workstream forward • The Impact: • The project was significantly delayed through a) the initial use of inappropriately skilled resource and b) having to extract and distill process information into business process documents from people who had never thought of what they did as a set of processes • Professional BP analysts had to be employed for an extended period (9-12 months) adding significant cost to the project

    37. CASE STUDY – LESSONS FROM THE DARK SIDE (2008/09) • A final footnote: • I left the project after 12 months • The project did finally go live and was transitioned into business as usual • Roles were created for all the staff displaced at head office… and the company doubled its cost base for delivering that service • Was the project delivered on time: No • Was the project delivered within budget: There was no formal budget • The HoF was promoted to FD … she lasted a year

    38. ANY QUESTIONS? Contact Details: Sean Mullineux Zebrazoo Consulting www.zebrazoo.com worklife@zebrazoo.com 07950 483 971